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Knowledge Capture and Codifi cation 135

disadvantages of “ knowledge leakage. ” It is crucial to maintain links to knowers, that
is, individuals within the organization who are adept at making use of complex knowl-
edge. The goal is to carry out the “ right ” amount of knowledge acquisition and
codifi cation.
Remember the paradox of knowledge value The more tacit knowledge is, the more value
it holds. Tacit knowledge is generally of greater value and of greater competitive
advantage to a fi rm than explicit knowledge. It may be in the fi rm ’ s interest to main-
tain that content at a certain minimal level of tacitness so that it is not easily acquired
or imitated by others.

Key Points

• Firms need to adapt and adjust to some degree if they are to survive.
• Firms need to learn — the question is whether they do so in an ad hoc informal
manner, or whether there is deliberate intention to learn.
• Emergent knowledge acquisition ( Malhotra 2000 ) is spontaneous and unplanned.
Because it is haphazard, there is no guarantee that anything will be retained in the
organization ’ s corporate memory.
• Methodical, systematic, intentional knowledge acquisition is of greater strategic
value to a fi rm.
• Knowledge bases must be populated and contents deployed in order to maximize
effi ciency and effectiveness throughout the organization.

Discussion Points

1. Why is it diffi cult to directly codify tacit knowledge?
2. What are some of the pitfalls that may be encountered in capturing tacit knowl-
edge? How would you address these?
3. What is the purpose of a learning history? What are its key components?
4. What are the major taxonomic approaches to codifying knowledge that has been
captured? What sorts of criteria would help you decide which one(s) to use in a given
organization? How would you maintain the taxonomy?
5. Defi ne knowledge continuity management and discuss its strategic implications for
knowledge capture and codifi cation.